Written by I was sitting in a row of red theatre chairs at the Producers Club in Times Square. I had just finished two weeks of acting training in NYC, and we were reflecting on all we had been through as a class. The Miesner trainer leaned forward from his seat on the stage and asked, “Do you think you are a better actor?” I responded, “I am a better person.”
The more I learn about storytelling in acting, business, and leadership, the more I see the intersectionality of all skill sets. A recurring theme in my work as a narrative strategist, storytelling trainer, and actor has become more apparent with every skill I learn. As I explore the symbiotic relationship between being a good actor, leader, and storyteller, I find that there is one commonality— it is the audience.
This has prompted me to examine the nuanced connections among these seemingly different skills. First, let’s look at the essence of effective leadership. At its core is the capability to establish connections, inspire, and influence others positively. Within this framework, storytelling is pivotal in honing the essential skills required for effective leadership. The ability to craft and deliver a message that resonates profoundly with one’s audience—be it one’s team, clientele, or stakeholders—holds profound significance.
I have been studying the Meisner acting technique to extend my abilities to tell stories on stage. This methodology explores living truthfully in the moment, wherein actors navigate the dynamics of their roles in real time without thinking of the following line in the script or on-stage character agendas. The essence of the Meisner technique lies in cultivating a heightened awareness of one’s fellow actors and an unwavering focus on the present moment.
Crucially, the ethos of the Meisner technique underscores the significance of diverting attention away from the self and towards one’s scene partner. By channelling one’s energies towards the other party, the performance acquires an aura of authenticity and engagement. This principle, encapsulated within acting, parallels the tenets of effective leadership. Prioritising the needs and aspirations of one’s team or organisation serves as a cornerstone of impactful leadership.
Last but not least, there is telling a good story—whether a novel, a presentation, or entertaining at a dinner party. A story must connect with an audience. It must be tailored and shaped so the intended audience understands and finds it relevant. Tailoring your story to your audience involves understanding their needs, values, and preferences. Identify their challenges, craft a message that resonates with their interests, and adjust your tone and language to match their style. Use relatable examples that come from their day-to-day life.
Audience-centric thinking is at the heart of telling a good story, leading, and performing well on stage. Whether crafting a story, acting in a scene, steering a team, or delivering a presentation, the central focus remains the audience. Discerning their needs, concerns, and aspirations makes it possible to tailor a message that resonates with the intended audience.
The convergence of good acting, leadership, and storytelling underscores the imperative of audience-first thinking. This paradigm dictates that success lies not in the spotlight on the self but in the shining light on the audience or team. By embracing this ethos, one embarks upon a journey towards becoming a more effective leader and storyteller, capable of forging authentic connections beyond the confines of the stage or boardroom.
As we navigate the complexities of becoming actors, leaders and storytellers, let us remember: It is not about us, it is about them. To create profound connections and enduring impact, we must embrace audience-centric thinking.
Storytelling Built For Innovation 